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Principles of Management > DETAILS > Flashcards

DETAILS Flashcards

1
Q

Tells employees exactly what to do and the process necessary to do the task.

A

Directive Leadership Style

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2
Q

relates to the employees, asks them questions, and gives them encouragement.

A

Supportive leadership style

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3
Q

when a manager involves employees in decision-making and values their input.

A

Participative leadership style

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4
Q

states that managerial functions are the same no matter what level of manager you are.

A

Universality of managerial functions

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5
Q

states that managers do not possess authority unless employees accept it.

A

acceptance theory of authority

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6
Q

uses pressure, control, and disciplinary threats to get people to work.

A

Autocratic supervision

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7
Q

Decisions that are made when problems are repetitive and routine.

A

programmed decisions

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8
Q

Decisions that require creative solutions to new, unfamiliar problems.

A

nonprogrammed decisions

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9
Q

channels of communication that are established by the company, and follow the chain of command.

A

formal channels of communication

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10
Q

channels of communication that form natural between employees and groups.

A

informal channels of communication

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11
Q

when a company takes back delegated authority because it feels as if it has lost control over departments and functions.

A

re centralizing

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12
Q

dividing various functions and tasks into distinct groups known as departments

A

departmentation

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13
Q

dividing departments based upon the function that they perform there is also time departmentation

A

functional departmentation

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14
Q

dividing departments on the basis of what they produce

there’s also customer departmentation, geographic departmentation and equipment departmentation

A

production departmentation

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15
Q

authority that follows a chain of command and is the right to require people to conform to policies, procedures and goals.

A

line authority

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16
Q

authority that gives the right to provide advice or counsel with regards to policies and directives, but does not give the authority to issue orders.

A

staff authority

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17
Q

authority that is given by higher management to certain staff members based upon their knowledge, skill, or experience and allows them the right to issue orders to other members of the organization.

A

functional authority

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18
Q

objectives that provide the general framework for the organization’s operations, and allow for more specific departmental objectives. These are followed by secondary objectives.

A

primary objectives

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19
Q

stress for a person that comes from outside themselves

A

external stressors

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20
Q

stress for a person that comes from people’s expectations of themselves

A

internal stressors

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21
Q

management tasks that are required to achieve departmental success

A

regular duties

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22
Q

relationships that represent direct relationships between the superior and the subordinate.

A

line relationships

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23
Q

refer to the relationships between specialists and other areas.

A

functional relationships

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24
Q

relationships that are between departments on the same hierarchical level.

A

lateral relationships

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25
Q

a chart that pools people with similar skills together for work assignments

A

matrix organizational chart

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26
Q

a type of management that began around 1900 and focused on efficiency

A

classical management

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27
Q

a position created to coordinate between given units

A

liaison

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28
Q

applies scientific principles in order to enhance managerial practice

A

scientific school of management

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29
Q

involves observing and adopting effective and efficient practices from other companies

A

functional structures

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30
Q

involves observing and adopting effective and efficient practices from other companies

A

benchmarking

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31
Q

plans that are used only once

A

single-use plans

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32
Q

plans that are used over and over

A

standing plans

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33
Q

teams created to coordinate a specific problem or event

A

task forces

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34
Q

teams that are responsible for a finished product or service

A

self-directed teams

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35
Q

a team that has a supervisor, because there are layers of leadership

A

vertical team

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36
Q

loss of team output due to group dynamics or other factors

A

process loss

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37
Q

Team roles that are divided according to the teams tasks and goals

A

task-oriented roles

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38
Q

team roles that are aimed at maintaining team health and cohesiveness

A

socio-emotional roles

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39
Q

the tasks that the group is working on

A

content

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40
Q

Behaviors that a team member engages in at the expense of the team

A

self-oriented

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41
Q

A stage of a team’s life cycle involves initial questions about members’ roles and their ability to perform given tasks

A

forming stage

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42
Q

a stage of a team’s life cycle that involves greater interaction among group members, and this interaction often leads to greater amounts of conflict.

A

storming stage

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43
Q

a stage of a team’s life cycle that involves the completion of the team’s task.

A

adjourning stage

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44
Q

the knowledge and skills that each team member possesses.

A

team input

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45
Q

a manager’s application of learned knowledge to specific situations.

A

technical skills

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46
Q

results in a team believing that every decision that they make is inherently good and that every team member must naturally agree on the same things.

A

groupthink

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47
Q

a management theory that focused largely on worker and group attitudes and feelings.

A

humanistic school of management theory

48
Q

power that comes from an employee’s assumption that he or she should obey his or her manager.

A

legitimate power

49
Q

power that uses ultimatums and discipline to achieve results

A

coercive power

50
Q

power that comes from a manager’s superior knowledge and experience.

A

expert power

51
Q

a manager’s ability to make people want to be like them.

A

referent power

52
Q

a theory concerned with only how processes inside a company affect its success

A

closed system theory

53
Q

different means get you to the same end

A

equifinality

54
Q

a manager that does just enough to get by, as described by Blake and Mouton

A

impoverished manager

55
Q

a manager that is convinced that by merely taking care of people’s needs, work will somehow get done, as described by Blake and Mouton

A

country-club manager

56
Q

a manager that is completely concerned with getting the job done, as described by Blake and Mouton

A

task manager

57
Q

a manager that balances production and people

A

“organization man” manager

58
Q

a manager that is highly concerned with production and with developing people to their full potential

A

team manager

59
Q

According to McGregor’s theory, this manager believes people naturally dislike work, and, therefore, must be coerced or threatened to fulfill organizational goals.

A

the “X” manager

60
Q

software that forecasts demand by using mathematical equations and statistical equations

A

demand planning software

61
Q

software that automates parts of a supply chain to allow smoother, less costly function

A

supply chain execution software

62
Q

a theory that states that organizations with the best possible competitive advantage are those that understand the needs and desires of individual customers.

A

customer relationship management

63
Q

buying and selling goods over the internet

A

E commerce

64
Q

not only buying and selling but also serving customers and business partners through the internet.

A

E business

65
Q

any computer-based tool that people use to work with technology and manage it

A

information technology

66
Q

a person’s view towards unequal power as legitimate or illegitimate

A

power distance

67
Q

place a high value on competitiveness, assertiveness and ambition

A

masculine

68
Q

place a high value on quality of life

A

feminine

69
Q

place a high value on perseverance and sense of shame, Asian countries tend to be long-term oriented.

A

long-term oriented societies

70
Q

place high value on greetings, gifts, and traditions.

A

short term oriented societies

71
Q

looks at what achieves the greatest good for the largest amount of people

A

utilitarian ethical framework

72
Q

the range of activities that transform inputs to outputs.

A

technology

73
Q

managers that are concerned with efficiency, cost, quality, time, and flexibility.

A

Operations Managers

74
Q

when the operations area implements the organization’s corporate strategy

A

operational strategy

75
Q

pre made product that is ordered

A

make-to-stock

76
Q

product that is assembled upon being ordered

A

assemble-to-order

77
Q

product that is assembled upon being ordered

A

make-to-order

78
Q

services that are uniform

A

standardized services

79
Q

services that are put together when ordered

A

assemble-to-order

80
Q

services that are highly specialized to the customer’s order.

A

customized services

81
Q

examines the process of production and looks at ways to improve everything from obtaining raw goods to delivering the finished product to the consumer

A

supply chain management

82
Q

management concerned with raw materials and products and their movement through the value process

A

inventory management

83
Q

the process of getting finished products to consumers

A

logistics

84
Q

analyzing business processes to eliminate nonessential components

A

reengineering

85
Q

looks for ways to decrease cost while increasing quality and quantity through the use of new technologies

A

management of technology

86
Q

allows for low cost, high variety items through the use of specialized, adaptable machinery

A

flexible manufacturing

87
Q

Strengths Weaknesses Opportunities Threats

A

SWOT analysis

88
Q

where an organization emphasizes either product difference or internal, organizational differences.

A

differentiation strategy

89
Q

when distorted product demand passes from one part of the supply chain to another

A

bullwhip effect

90
Q

informational meetings, discussion meetings (brainstorming type), decisional meeting (delegating authority)

A

meetings

91
Q

meets for a limited time about a specific purpose

A

ad hoc committee

92
Q

the formally or informally appointed leader of a conference or committee

A

chairperson

93
Q

controls placed in anticipation of deviation due to manufacturing or undesired outcomes.

A

preliminary controls

94
Q

controls that occur during operation and that can spot problems as they happen.

A

concurrent controls

95
Q

controls that are implemented to assess the finished process, and ensure future deviations do not occur.

A

feedback controls

96
Q

Occupational Safety and Health Administration

A

OSHA

97
Q

help to acquaint new employees with procedures and policies in order to ease the transition into their new jobs.

A

Orientation programs

98
Q

feedback that comes from superiors as well as subordinates

A

360 feedback

99
Q

the principle that before a higher need can motivate, a lower need must be met

A

satisfaction progression

100
Q

Clayton Alderfer simplified Maslow’s Hierarchy of Needs, and added this principle, which states that when people are constantly frustrated and need to meet a need, they eventually stop trying.

A

frustration regression

101
Q

comes from influence within a company and is effective in getting employees to perform.

A

institutional power

102
Q

the theory of motivation that proposes that confidence, the potentiality of a reward, and the perceived level of reward motivates performance.

A

expectancy theory of motivation

103
Q

the theory of motivation that focuses on positive and negative reinforcement and the motivational repercussions of the reinforcement.

A

reinforcement theory of motivation

104
Q

power that comes with formal, defined authority and the ability to hire, discipline, and terminate.

A

position power

105
Q

when the interviewer guides the discussion with an outline or objectives

A

directive interview

106
Q

an interview where the interviewer allows the interviewee to freely talk by asking open-ended questions.

A

non direct interview

107
Q

basing the overall impression of an applicant on a part of the information given and using that impression to influence all of the relevant information

A

halo effect

108
Q

refers to an employee’s past job performance

A

Merit

109
Q

means that wages outside the company are similar to those inside

A

external wage alignment

110
Q

looks at whether wages earned in various departments are comparable to each other.

A

internal wage alignment

111
Q

seeks to meet the higher level needs of employees, and involves greater responsibility and authority being given by the manager.

A

Job enrichment

112
Q

allows managers to know exactly who they report to and give directives to.

A

line type organizational structure

113
Q

employees who are protected due to their race, age, gender, sex, handicap, religion, and military record.

A

Protected group employees

114
Q

the stage of a team’s life cycle when norms are established that enable the team to function effectively and efficiently.

A

norming stage

115
Q

the stage of a team’s life cycle when they are most productive and members begin to perform for the team.

A

performing stage

Principles of Management (1 decks)

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